SUSTAINABLE DEVELOPMENT MANAGEMENT PLAN 2018/ /20

Transcription

1 SUSTAINABLE DEVELOPMENT MANAGEMENT PLAN 2018/ /20 Version number Summary of changes Ratified By/Date & date 0.1 Approval of draft plan BHR CCGs Joint Management Team - Date to be confirmed 1.0 Approval of final plan BHR CCGs Joint Committee May 2018 Next Review date: March 2020 Introduction Page 1 of 8

2 This Sustainable Development Management plan has been developed in response to the NHS Carbon Reduction Strategy, which reinforces all parts of the NHS to take action to reduce carbon emissions arising from their operations. All NHS organisations have an obligation to contribute to the target of a 34% cut in the overall national carbon footprint by 2020, which is outlined in the Climate Change Act Barking and Dagenham CCG, Havering CCG and Redbridge CCG (BHR CCGs) recognise the impact the CCGs have on the environment and the strong links between sustainability and the health of the population. We acknowledge there is a need to work smarter and achieve more with increasingly limited resources. As a group of CCGs with a shared management, the organisation structure was created with sustainability in mind and has been at the forefront of everything we have done since our establishment in April It is also the same reason that we have one Sustainable Development Management plan across the three CCGs. Each CCG covers a geographical borough area and our three CCGs combined population is over 696,000 and rising. Each CCG is a membership organisation made up of GP member practices which combined across the three CCGs totals 122 practices. We acknowledge that although we are a small employer across the boroughs we need to embed sustainability throughout the organisation and are best placed to help our GP practices make their own contribution as together we can make a difference. We are committed to demonstrate leadership in sustainability and this plan represents a route map for us to delivery sustainability improvements with the help of our staff, GP members and key partners and stakeholders. The BHR CCGs are committed to planning and buying healthcare on a sustainable basis now and in the future and this plan sets out how we intend to deliver that commitment. The CCGs are also part of the North East London Commissioning Alliance, closely working with 4 other CCGs, as well being a partner in the East London Health and Care Partnership, working together with providers and local authorities to improve health outcomes for our residents. This plan sets out how we as a group of CCGs will operate in a sustainable way and sets some targets for measuring success over the next 2 years, acknowledging there are likely to be some changes in that time which may mean the size of the organisation increases and with it the challenge to continue to decrease our carbon footprint. This plan is a public document and we welcome comments on what we are doing and suggestions as to how we can continue to approve. What is Sustainable Development? Sustainability is about meeting the needs of today without compromising the needs of tomorrow 1. It is about using resources wisely to make sure that resources will still be available in the years to come. Sustainability is not just about using financial resources carefully. It is also about making sure that we make the most of existing social and community resources (e.g. community buildings, local groups) and ensuring that we minimise any adverse impact on the local environment. The BHR CCGs are committed to embracing sustainable commissioning for the following reasons; - to save public funds - to save resources - to reduce our impact on the environment 1 Bruntland Commission Page 2 of 8

3 - to benefit staff, patients and the local population - there is a legal duty to reduce carbon emissions under the Climate Change Act 2008 Sustainable Commissioning Commissioning for sustainable development in the healthcare system means; - Planning services which are efficient and effective - Buying services which provide highest quality at best value and which have the least impact on the environment - Avoiding duplication, inefficiency and waste - Focus on preventative, proactive care - Patients and public engagement and involvement in planning and design of services - Building resilience and protecting and developing community assets and strengths - Making best use of all the resources we have - Minimising carbon emissions As a group of CCGs, together we can support sustainable development in the local health economy by; - continuing to work collaboratively with each other to share resources - reducing carbon emissions by; a) planning and buying services which are sustainable b) making sure we do not waste resources, energy or supplies c) implementing a green travel plan - ensuring that our governing body members, staff and GP practices are aware of the importance of sustainability and the CCGs obligations to contribute to this - adopting working practices and policies that contribute to sustainable development, including commissioning processes that support environmental and social sustainability - making sure we have plans in place to adapt to the changing environment, social and financial climate (adaptation) - making sure we have plans in place to deal with adverse events such as power failure and flooding (resilience) - promoting and supporting action on sustainable development across our GP member practices - developing sustainable models of care - regularly reviewing and assessing progress of our plan and reporting to our Governing Bodies. - sharing good practice with other organisations - being open to suggestions and alternative ways of working which can increase productivity and reduce waste Key areas of focus for sustainable development Page 3 of 8

4 Based on the Good Citizen Assessment Model, the following areas comprise the priority focus for action and the CCGs will seek to implement the principles of sustainable development across these areas. Travel The NHS is responsible for 5% of all journeys made in this country. Its travel policies can influence the behaviour of millions of people every day not only the 1.4 million people who work for the NHS but the vast numbers of patients, visitors and suppliers who flow in and out of the system. Procurement The NHS Sustainable Procurement Strategy sets out how the health and social care sector will use sustainable procurement to achieve improved health and wellbeing for people, the environment and the economy. We will seek to implement these principles in our procurement and contracting processes. Facilities management This is covered by various elements such as energy, waste, supplies and resources. This is a key area where immediate changes can be made for maximum benefit and outcomes. Workforce The NHS is the biggest employer in the UK and the employment standards and policies it follows can have a positive impact on sustainability in the communities they serve. Community Engagement NHS organisations play a central role in the community and can make a significant contribution to health beyond clinical functions. They can help local people make informed decisions, enabling them to live healthy, sustainable lifestyles and involve them in the planning and delivery of local healthcare. By working with local partners they can help to produce positive outcomes more efficiently. Buildings Decisions about the planning, design and construction of new buildings and the refurbishment of existing ones allow opportunities to contribute to a more sustainable NHS. Promoting sustainability to membership practices The CCGs have a responsibility to promote sustainable development to member practices and support and encourage them to instil principles and initiatives to increase the practice, and in turn, patient awareness of the importance of sustainability. Models of care The CCGs vision is to commission high quality integrated services that are sustainable and have a positive impact on our local populations. & Governance The CCGs are committed to complying with all relevant UK environmental legislations and will embed sustainability in its operations and monitor performance accordingly. Page 4 of 8

5 SUSTAINABLE DEVELOPMENT ACTION PLAN Action Expected outcomes CCG Lead Deadline/ Progress Priority Area: Travel Encourage use of public transport between the 3 CCGs offices, where appropriate and time allows Reduction in carbon emissions from car travel Commission healthcare services that are accessible to all of our populations and ensuring this is taken into account during the procurement process Ensure stationery orders are placed in bulk, ideally on a monthly basis to limit the numbers of journeys the supplier has to make Introduction of a bike scheme, making bicycles affordable for all staff. Carry out an annual staff travel survey and develop and implement a Green travel plan If services are accessible by public transport there will likely be a reduction in patients travelling by car, resulting in reduced in carbon emissions. Reduction in carbon emissions from the reduced amount of deliveries made by the supplier Improved health and wellbeing of staff and potential of increase of staff cycling to work, reducing carbon emissions from car travel Increased staff awareness of their travel options and a reduction in carbon emissions Priority Area: Procurement The implementation of the BHR CCGs Procurement Strategy and associated processes Continue to assess business/commissioning cases for new schemes against sustainability criteria Use of NHS Standard Contracts which require providers to demonstrate progress of sustainable development plans ensuring an annual review and assurance of provider sustainability plans and progress via contract management process Commissioning of health services which are environmentally, socially and economically sustainable Ensures sustainability remains a key priority for the CCGs and a way to ensure this is always considered Using providers that are aware of their own obligations around sustainable development will result in them contributing to a reduction in carbon emissions and sustainable services being provided Continue to fully participate in national initiatives to align commissioning across health and social care such as the Better Care Fund Pooling of resources and funds to jointly commission integrated local services results in high quality sustainable services Page 5 of 8

6 Seek opportunities to commission in partnership and to integrate services e.g co-commissioning of primary care with NHS England, GP Federation hubs Undertake market development work to provide local organisations with information in order to increase their awareness of opportunities to tender Procure services in line with the Social Value Act 2013 and make any necessary changes to the BHR CCGs Procurement Strategy to align with this Priority Area: Facilities Management Pooling of resources and funds to jointly commission integrated local services results in high quality sustainable services Increased number of local organisations bidding for services which will contribute to the local economy by way of employment opportunities Ensures sustainability remains a key priority for the CCGs and ensure this is always considered as part of the procurement process /SROs Participate in national sustainability campaigns (Sustainability Day, Increased staff awareness and reduction in energy usage, Climate Change Week, Green Office Week, Energy Saving Week) resources and waste Promote energy conservation throughout the organisations Reduction in energy usage /SROs Annual review of energy usage at all BHR CCGs offices, with the support of landlords Produce an Energy Efficiency Policy with a specific target to reduce energy usage Priority Area: Workforce To establish a baseline to monitor progress of reduction of usage Increased staff awareness and reduction in energy usage / AD for Estates / AD for Estates By 31/3/2020 By 3/3/2020 Delivery of training to staff via online platforms whenever possible No travel required and reduced cost Where possible training sessions shared with other BHR CCGs staff This ensures all spaces on course are fully utilised which will and with NEL CSU staff where appropriate reduce the number of additional sessions required Include sustainability awareness in staff job descriptions Ensures sustainability remains a key priority for the CCGs across all areas of the organisation Ensure sustainability development is covered in all new staff induction promotion of sustainability amongst staff Encourage staff to provide suggestions and ideas on how sustainability can be improved in all areas across the organisations Invite NHS Sustainable Development Unit to present at an all staff briefing Increased involvement from staff around sustainability Raise awareness and importance of sustainability amongst staff /SROs Page 6 of 8

7 Development and implementation of health and wellbeing initiatives for staff and apply for accreditation to the London Healthy Workplace Charter Priority Area: Community Engagement Improved health and wellbeing of staff will have a positive impact on productivity and staff retention Proactively involve patients and the public in planning and decision making via Patient Engagement Forums Engagement and input from patients and service users will mean the right services are commissioned in the right place Work with key stakeholders such as local Healthwatch organisations, local authorities and Health and Wellbeing Boards to ensure local priorities and decisions support improved health and sustainability Increase patient and public engagement to a wider range of people being invited to join the Patient Engagement Forums Increased sustainability of services Ensures sustainability remains a key priority for the CCGs across all areas of the organisation Continue to seek innovative ideas from the public and other partners and stakeholders as to how sustainability can be improved Improvements to sustainability management plan Priority Area: Buildings When commissioning services, include assessment of the location and building energy, transport, sustainability (in liaison with NHS Property ) Should any of the CCGs need to move offices (or need to increase space within the same building) an assessment on the location and building - energy, transport, sustainability - needs to be carried out. Development of an IT strategy to allow for agile working practices to be adopted to ensure maximum office space utilised Priority Area: Promoting sustainability development to member practices Reduction in carbon emissions and raised awareness of sustainability Reduction in carbon emissions and raised awareness of sustainability Reduction of carbon emissions if the need for additional space is limited /AD Estates SRO for Innovation & IT 31/12/2018 Promote Primary Care sustainable development via Primary Care strategies Encourage and support practices to promote active travel with practice staff and patients Increase in practice sustainability initiatives being implemented Reduction in carbon emissions and increase in staff and patients health and wellbeing Director of Primary Care Transformation Director of Primary Care Transformation Circulate sustainable development management plan to GP member practices once approved by Governing Bodies Raise awareness of sustainable development within GP practices, contributing to the reduction of carbon emissions By 31/7/2018 Page 7 of 8

8 As part of CCGs annual awards programme include an award to the practice that is considered to have made the most significant contribution to sustainable healthcare When the CCG Constitution is next updated add a section about sustainable development and the role of GP members in contributing to this Priority Area: Models of Care Increase in practice sustainability initiatives being implemented Increase in practice sustainability initiatives being implemented By 31/3/2020 Work closely with other CCGs across the North East London Commissioning Alliance and partners of the East London Health and Care Partnership to commission services across the wider NEL footprint To continue to work to reduce secondary care admissions with more services being delivered close to home in primary or community settings To continue to focus on prevention and early intervention measures to ensure that our populations stay as healthy as possible for as long as possible and are cared for within the community if required To work with local authorities and other key partners to plan and commission integrated services Priority Area: and Governance High quality local care and improved outcomes for patients, increased efficiencies High quality local care and improved outcomes for patients Increased health of the local population High quality sustainable services All staff Complete mandatory annual return to NHS England on all areas of sustainable development and reference progress in annual reports Awareness of progress made over the last year Work with partners across local authorities and Health and Wellbeing Boards to develop Adaptation Plans, which describe the potential risk and impact assessments associated with climate and other changes A robust plan to ensure we are well placed to deal with changes Operating s Ensure the CCGs embed sustainability into all policies and procedures and that accountability is clear Increased staff awareness and move towards sustainability becoming business as usual Carry out Good Citizen Assessment so a baseline can be recorded and progress monitored on a yearly basis Ensure sustainability development is referenced in the CCGs vision and Objectives Draft a Sustainable Development Management Plan for and report on progress to Governing Bodies in April Improved reporting for comparison purposes Sustainability will remain a priority for the CCGs Progress of sustainable development will be monitored to ensure initiatives are being implemented Accountable By 31/4/2018 Page 8 of 8